PW - 2-6-13 Landfill 6S Process Review Report
Use this report to identify waste and update processes
Use the A3 Report when solving a specific problem
Process Title Apply 6S principles to Solid Waste repair/storage buildings, tool rooms, customer
convenience area and administration building
Process Number 630.350.002
Date 2/1/13
Originator (Identify the individual(s) or team who initiated this review)
Ron Rouse, Larry Hammonds
Team Members (Identify all those who participated in reviewing this process)
All Landfill employees
Objective
(Begin your objective statement with an action word that describes the goal
desired – create, develop, eliminate, reduce, change, modify, improve, increase,
expedite, etc.)
Apply 6S principles to the Landfill buildings and area
Identify waste
Identify the waste in each step of the process (non-value added, transporting,
excess movement or motion, waiting, mistakes, rework, verifications or
duplications, data entry issues, excess inventory, friction, failure to do it right the
first time, failure to do the right thing)
• Excess movement to locate tools and supplies
• Waiting for forms to be copied
• Friction between workers about improper tool storage
• Confusion of tool and equipment location
Make Recommendations (Identify those actions that will eliminate or at least minimize waste)
• Mark tools for each building to easily identify where tools belong
• Organize and install shelf by tire repair area to store repair products
• Install new rack system to hang shovels, brooms, and other tools
• Create shadow boards with labeling for wrenches, saws cutters, etc.
• Construct storage shelving and racks to house generators, pumps,
hoses, etc.
• Develop a cleaning schedule fore the restroom in Shop #1
• Label shelves in tool room to locate supplies, kits, cotter pins, sealants,
and sprays
• Ensure fire and safety items are clearly located, labeled, and ready for
immediate use
• Identify, mark, and mitigate all potential safety hazards in tool rooms
and storage building
• Construct a separation barrier between roll-off box #5 and #6. Box #6 is
utilized as a scrap metal container within the convenience area.
Customers using Box #5 to dispose of waste routinely throw items in the
scrap metal box. This barrier should improve separating the items
• Develop an information distribution area in the administration building
to provide easier access to all required forms for the equipment operators
XXXXXXXXXXXXXXXXX Immediate Results: (using bullet points list those results which would accrue
immediately upon implementation)
• Tool and supply organization
• Less time separating trash from the scrap metal box
• Less frustration between coworkers concerning tool storage
XXXXXXXXXXXXXXXXX Long Term Results: (using bullet points identify those results which may accrue
as this proposal is kept in place long term)
• Quicker reaction time to emergency situations due to all pumps, hoses
etc. are organized by size
Labor and cost savings XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXX
Annual dollar savings:
N/a
XXXXXXXXXXXXXXXXX
Annual hours of increased capacity:
• Finding tools: 10 min x 6 days/wk x 52 wks = 52 hours
• Sorting scrap metal: 30 min x 1/wk x 52 wks = 26 hours
• Printing load inspection forms: 2 min x 6 day/wk x 52 wks = 10.4 hrs
• Estimated annual hours of increased capacity = 88.4 hours
XXXXXXXXXXXXXXXXX
Use bullet points to identify customer service or employee benefits:
• Organization of tools and equipment
• No waiting for forms from supervisors
• Less time spent separating trash from the scrap metal box
• Tools and supplies easily identified and located
Implementation plan
(briefly describe the implementation plan upon approval of this project)
• Mark tools for each building to easily identify where tools belong
• Organize and install shelf by tire repair area to store repair products
• Install new rack system to hang shovels, brooms, and other tools
• Create shadow boards with labeling for wrenches, saws cutters, etc.
• Construct storage shelving and racks to house generators, pumps,
hoses, etc.
• Develop a cleaning schedule for the rest room in shop #1
• Label shelves in tool room to locate supplies, kits, cotter pins, sealants,
and sprays
• Ensure fire and safety items are clearly located, labeled, and ready for
immediate use
• Identify, mark, and mitigate all potential safety hazards in tool rooms
and storage building
• Construct a separation barrier between roll-off box #5 and #6. Box 6 is
utilized as a scrap metal container within the convenience area.
Customers using box #5 to dispose of waste routinely throw items in the
scrap metal box. This barrier should improve separating the items
• Develop a information distribution area in the administration building to
provide easier access to all required forms for the equipment operators
All the above has been completed
Recommended changes
in employee process
roles
(identify those changes in employee roles where duties would be transferred to
another employee, division, or department)
N/A
Technologies that could
be applied to this process
(Identify any software or hardware that could be applied to this process)
N/A
Overview of workgroup’s
participation
Highlight those words which best describe this workgroup: non-participative,
uncooperative, hostile, turbulent, halfhearted, disinterested, divided,
collaborative, participating, supportive, enthusiastic
Attachments
(include current and proposed process documentation forms, or before and after
photos, or other before and after descriptions as appropriate)
Plus before and after pictures
XXXXXXXXXXXXXXXXX Approval Process
See next page for approval process
Supervisor’s Review
and others in the Chain of
Command
Instructions: This form is submitted through the chain of command to the
Director.
Date: 2/1/13
Name: Ron Rouse / Jim Teutsch (2/5/13)
Comments: Great project, it has improved both the look and efficiency of the tool
rooms and storage areas. Employees are no longer frustrated due to being able to
quickly locate needed tools and supplies.
Director’s Approval
Instructions: Approval authority is delegated to each Director for all
recommendations that result in $5,000 or less in annual savings, or 250 hours or
less of annual increased capacity. This form is sent to the Process Improvement
Director for his approval
Date: 2/6/13
Name: Mike Fraser
Approved/Denied:
Process Improvement
Director’s Approval
Instructions: Upon approval this form is sent to the CMO Executive Assistant,
who forwards a copy to members of the Executive Support Team. They determine
how to convert hours into budgetary savings.
Date:2/6/13
Approved/Denied:
City Manager’s Approval
Instructions: Final sign off for all recommendations that exceed $5,000 in annual
savings, or 250 hours of annual increased functional capacity is by the City
Manager, who also signs off on any plans to convert hours to budgetary savings.
The CMO Executive Assistant converts the approved form into a PDF file that is
saved on the P drive and in Laser fiche.
Date:
Approved/Denied:
BEFORE PICTURES:
AFTER PICTURES: